Claudio Laranjo Email & Phone Number

São Paulo, Sp, Br

São Paulo, Brazil

- We empower companies to discover their pathways to sustainable growth through people, processes, and technologies, leveraging practical methodologies tailored to each unique business and operation. - Our team, composed of seasoned consultants and executives with extensive experience and a proven track record of delivering impactful results in steering major corporations, forms the backbone of Gama Group. We excel in structuring robust processes and realigning strategies for both national… Show more - We empower companies to discover their pathways to sustainable growth through people, processes, and technologies, leveraging practical methodologies tailored to each unique business and operation. - Our team, composed of seasoned consultants and executives with extensive experience and a proven track record of delivering impactful results in steering major corporations, forms the backbone of Gama Group. We excel in structuring robust processes and realigning strategies for both national and international enterprises, whether large or medium-sized, across various industries. Our consultancy has consistently delivered significant outcomes in the short, medium, and long term for our valued partner companies. Show less

São Paulo Area, Brazil

- As the Head of Supply Chain, Operations, IT, and Finance, I spearheaded the strategic planning, deployment, and management of an e-commerce platform specializing in cosmetics, beauty accessories, and fashion. I meticulously defined roles and responsibilities across Supplier Development, inbound/outbound logistics, transportation, customer service, and after-sales support, ensuring the seamless implementation of corresponding processes.- I led the comprehensive configuration of the ERP… Show more - As the Head of Supply Chain, Operations, IT, and Finance, I spearheaded the strategic planning, deployment, and management of an e-commerce platform specializing in cosmetics, beauty accessories, and fashion. I meticulously defined roles and responsibilities across Supplier Development, inbound/outbound logistics, transportation, customer service, and after-sales support, ensuring the seamless implementation of corresponding processes.- I led the comprehensive configuration of the ERP system, achieving full synchronization with various marketplaces to integrate all business operations efficiently. By implementing the Sales and Operations Planning (S&OP) process, I established robust rules and policies for inventory control, maintaining optimal stock levels.Within a span of two years, we realized substantial growth in both revenue and profitability, successfully meeting and exceeding the pre-established targets. This achievement underscores our commitment to operational excellence and strategic execution in a competitive market landscape. Show less

São Paulo, Brazil

- As a leader in the supply chain of pharmaceuticals and multivitamins for pharmaceutical industries in the country, I was responsible for the management of Direct and Indirect Materials, Import and Export, Planning, Scheduling, and Production Control of two plants, as well as the Logistics Strategy (inbound/outbound), Receiving, Storage, and Distribution, and Customer Service (dotted-line). Responsible for the service level (OTIF/OFR), inventory, and transportation and manufacturing costs, I… Show more - As a leader in the supply chain of pharmaceuticals and multivitamins for pharmaceutical industries in the country, I was responsible for the management of Direct and Indirect Materials, Import and Export, Planning, Scheduling, and Production Control of two plants, as well as the Logistics Strategy (inbound/outbound), Receiving, Storage, and Distribution, and Customer Service (dotted-line). Responsible for the service level (OTIF/OFR), inventory, and transportation and manufacturing costs, I managed the Logistics Strategy to meet the needs of national pharmaceutical industries. - Also, I led the reimplementation of the S&OP process, applying structural adjustments in the Brazilian plants, and was responsible for the process unification plan for the two plants, aiming to improve Planning performance. Show less

São Paulo Area, Brazil

- As the head of supply chain for beauty products and accessories, I spearheaded S&OP, Operations Planning, Third-Party Manufacturing, Direct and Indirect Procurement, Import and Export, and Distribution Center Replenishment. I significantly minimized stockouts by categorizing products based on demand forecasting, strategic importance, value, and order frequency, while streamlining distribution center replenishment processes to enhance inventory levels despite increased sales. - I managed… Show more - As the head of supply chain for beauty products and accessories, I spearheaded S&OP, Operations Planning, Third-Party Manufacturing, Direct and Indirect Procurement, Import and Export, and Distribution Center Replenishment. I significantly minimized stockouts by categorizing products based on demand forecasting, strategic importance, value, and order frequency, while streamlining distribution center replenishment processes to enhance inventory levels despite increased sales. - I managed international freight forwarders and bonded warehouses for the logistics of imported products, being co-responsible for the service level agreements (SLAs) of these partners. - I optimized inventory levels by revising the order fulfillment process, aligning supplier lead times, economic order quantities, shipping frequency, and shipment planning according to supplier locations. In Procurement, - I implemented cost-saving initiatives by conducting training and improving the documentation workflow to mitigate compliance risks. - I established control mechanisms for new procurement demands, measuring key performance indicators (KPIs), eliminating rework, reducing costs for regular items through strategic sourcing, enhancing financial control, and increasing engagement and autonomy among stakeholders in the procurement process. Show less

São Paulo Area, Brazil

- Responsible for Beauty Care Operations in the Southern Cone of Latin America, managing the entire supply chain, from demand planning and S&OP (Sales and Operations Planning), importation of hair cosmetics from Germany and Colombia, nationalization, transportation, warehousing in 3PL (Third-Party Logistics) in Brazil and Argentina, to distribution, I was also responsible for Customer Service, environment, health, and safety, leading a multi cultural great team in LatAm Southern Cone region… Show more - Responsible for Beauty Care Operations in the Southern Cone of Latin America, managing the entire supply chain, from demand planning and S&OP (Sales and Operations Planning), importation of hair cosmetics from Germany and Colombia, nationalization, transportation, warehousing in 3PL (Third-Party Logistics) in Brazil and Argentina, to distribution, I was also responsible for Customer Service, environment, health, and safety, leading a multi cultural great team in LatAm Southern Cone region. - I proposed and led the implementation of S&OP in Brazil and Argentina, establishing sales cycle meetings with all areas involved in the process, and formalizing the process with robust process for: Master Data Management, Demand Planning, Production and Supply Planning, Constraint Management, alignment with Finance for cycle objectives, and executive validation. - I led the implementation of a new version of the SAP tool for global harmonization, according to the German version, and implemented complaint control integrated with global SAP, with Root Cause Analysis for each disruption. - I implemented job rotation for employees among countries, focusing on team development. - I led initiatives that reduced freight costs in Brazil by 35%, resulting from renegotiations and the replacement of carriers that did not meet the new company and ANVISA requirements. - Customer Service Level jumped from 11% to 56% in two years, after improving management at the logistics operator, implementing actions led by me. - Total warehousing cost at the operator was reduced by 3%, and we managed to reduce the total Order Cycle Time by three days. Show less

São Paulo Area, Brazil

- Responsible for Supply Chain, customer service level (OTIF), inventory, and operational performance, leading a team of 12 people: procurement, production planning and control, outsourced manufacturing, and distribution center (DC) replenishment. - I planned and implemented the S&OP (Sales and Operations Planning) process and its cycle meetings, significantly improving communication between departments and identifying opportunities in the planning process due to the synergy generated among… Show more - Responsible for Supply Chain, customer service level (OTIF), inventory, and operational performance, leading a team of 12 people: procurement, production planning and control, outsourced manufacturing, and distribution center (DC) replenishment. - I planned and implemented the S&OP (Sales and Operations Planning) process and its cycle meetings, significantly improving communication between departments and identifying opportunities in the planning process due to the synergy generated among areas. - I restructured the planning area, developing leaders for third-party production control, promoting on-site monitoring of productions, significantly reducing production interruptions, and improving OTIF due to faster deliveries of finished products made by 3PM (Third Party Manufacturing). - I implemented a process for new product launches, identifying stages and roles and responsibilities by area, measuring and controlling times and deadlines, anticipating launch dates, and improving customer service. - I led the design and project of automating planned production orders in the system, developed by IT, which eliminated the need for manual order entry, reducing production scheduling time, equivalent to one week of work per month for a planning analyst. Show less

São Paulo E Região, Brasil

- Reporting to the Executive Strategy Directorate for LATAM, I have implemented new framework of Procurement, Engineering, Quality Assurance, Supply Chain Management, and Operations in some countries. Leading a cross-cultural team, I was directly in charge of five managers located in diverse nations, aiming primarily to redefine roles and responsibilities, as well as to implement organizational refinements.- I played a key role in the scouting, selection, and training of the project's… Show more - Reporting to the Executive Strategy Directorate for LATAM, I have implemented new framework of Procurement, Engineering, Quality Assurance, Supply Chain Management, and Operations in some countries. Leading a cross-cultural team, I was directly in charge of five managers located in diverse nations, aiming primarily to redefine roles and responsibilities, as well as to implement organizational refinements.- I played a key role in the scouting, selection, and training of the project's internal team, in close partnership with the Finance and Human Resources departments. I was tasked with endorsing and validating the project management tool and methodology, as well as overseeing the performance tracking of deliverables over specified intervals.- I supported the project leaders under my supervision in initiatives aimed at cost optimization and the streamlining of departments and workflows. This entailed introducing cutting-edge solutions and disseminating best practices observed across the region.- In the initial quarter of the project, the cost optimization achieved in Latin America exceeded the initial target by over 7%, leading to substantial financial efficiencies that, by the project's conclusion, surpassed the original objectives, affirming the efficacy of the strategies deployed. Show less

São Paulo E Região, Brasil

- I spearheaded the global initiative for restructuring and strategic transformation known as "Fit for Growth," targeting the Latin American region. This initiative spanned across operational domains such as Production Facilities, Logistics Hubs, Inventory Management, Quality Assurance, Strategic Sourcing, and Process Engineering. The objective was to enhance operational agility and streamline cost structures concerning internal workflows, workforce efficiency, and external partnerships… Show more - I spearheaded the global initiative for restructuring and strategic transformation known as "Fit for Growth," targeting the Latin American region. This initiative spanned across operational domains such as Production Facilities, Logistics Hubs, Inventory Management, Quality Assurance, Strategic Sourcing, and Process Engineering. The objective was to enhance operational agility and streamline cost structures concerning internal workflows, workforce efficiency, and external partnerships, leveraging insights provided by a specialized consultancy company. The strategy employed involved the dissemination of operational excellence and the integration of technological advancements across the regional network, through the systematic gathering, evaluation, and deployment of data in areas identified for performance optimization. In the course of this initiative, I championed the adoption of Lean Manufacturing principles markets including Mexico, Colombia, Venezuela, Argentina, and Brazil. This encompassed initiatives like negotiating labor realignment with trade unions, investing in new machineries for enhanced mass production and automation, refining quality assurance processes to comply with regional standards, and the strategic reallocation of roles and responsibilities within the operational leadership framework. These strategic interventions led to a significant uplift in operational performance, avoiding the need for additional Full-Time Equivalents (FTEs) and surpassing project benchmarks by reallocating and downsizing hundreds of FTEs. Show less

São Paulo E Região, Brasil

As the leader responsible for the Business Continuity Strategy in Latin America, I developed a comprehensive redundancy strategy for facilities and equipment across the region to safeguard against operational risks in the event of failures or disruptions. Throughout this initiative, I spearheaded the evaluation of operational capabilities, capacity, and response times for each manufacturing site and distribution hub, identifying bottlenecks and formulating strategic measures to mitigate the… Show more As the leader responsible for the Business Continuity Strategy in Latin America, I developed a comprehensive redundancy strategy for facilities and equipment across the region to safeguard against operational risks in the event of failures or disruptions. Throughout this initiative, I spearheaded the evaluation of operational capabilities, capacity, and response times for each manufacturing site and distribution hub, identifying bottlenecks and formulating strategic measures to mitigate the risk of potential interruptions that could impact revenue streams. This comprehensive assessment spanned from the evaluation of machinery, technical staff, infrastructure, and technology to the strategic reallocation of critical machinery for bulk processing, as well as the integration of key component suppliers, outsourced manufacturing partners, and logistics allies. As a culmination of these low or no-cost initiatives, we successfully executed 92% of the planned measures within a six-month timeframe, surpassing the goals established by the project. Show less

São Paulo E Região, Brasil

As the head of the Cosmetics division, with 18 staff members under my supervision, I was tasked with managing inventory and stock levels, guaranteeing superior customer service within the Cosmetics Makeup Business Unit (BU), and optimizing logistical expenses. Under my guidance, we achieved 100% flawless orders for two consecutive cycles and realized a significant reduction in product shortages in the following cycles, without a noticeable increase in inventory costs. ERP Mexico –… Show more As the head of the Cosmetics division, with 18 staff members under my supervision, I was tasked with managing inventory and stock levels, guaranteeing superior customer service within the Cosmetics Makeup Business Unit (BU), and optimizing logistical expenses. Under my guidance, we achieved 100% flawless orders for two consecutive cycles and realized a significant reduction in product shortages in the following cycles, without a noticeable increase in inventory costs. ERP Mexico – Implementation of ERP System - During my 15-month living in Mexico, I spearheaded the deployment of the ERP system tailored for Logistics/Import/Export, setting a standard for the project and its configuration throughout Latin America. ERP Brazil – Integration of the Project - Upon my return to Brazil, I led the integration of the ERP project, encompassing the two principal markets in Latin America, ensuring the efficiency and seamless operation of the systems in useLogistics Supervisor (Brazil) – Distribution Centers Supply ChainAs a Logistics Supervisor, I spearheaded the innovation in the logistics supply chain for Distribution Centers by integrating rail and maritime shipping modalities. This strategic overhaul resulted in a significant reduction of over 5% in logistics expenses annually, despite a surge of 18% in throughput during the initial phase. I deployed advanced logistics management tools to refine operational efficiency, which culminated in reduced lead times for load preparation, enhanced monitoring of critical SKUs for shipments, and optimized utilization of logistics assets and workforce productivity. Show less

São Paulo, São Paulo, Brazil

https://www.norgren.com/pt

São Paulo, São Paulo, Brazil

Mechanical Projects for Industry

Board Club Starter

Postgraduate Degree, Business Administration And Management, General

MBA / Capacitação Gerencial

Engineer'S Degree, Projects Management

Parceria com Fundacao Vanzolini

Specialization, Foreign Trade, Whole Export & Importation Process

Activities and Societies: Deep diving in whole Foreign Trade process. Aduaneiras is one of the most important school that teaches whole.

Engineer'S Degree, Engenharia Mecânica